Leading Safe and Effective Care

Introduction

In order to ensure safe and quality health and social care services, it is necessary for health and social care professionals to follow the guidelines provided by the National Health Service (NHS) and Care Quality Commission (CQC) (Rajan-Brown & Mitchell, 2020). The Nursing and Midwifery Council (NMC) code of conduct is also necessary to follow properly in order to lead the nursing staff and midwives towards giving high quality treatment and care, so that it would be possible to create values for the patients by maximising their wellbeing. This report focuses on analysing the legal, ethical and professional frameworks and values for practice to ensure the best quality care. Leadership and management are also important in healthcare organisations to manage the health care professionals so that the best quality care and treatment can be provided to the individuals. This study will also evaluate the practice of partnership working, as it is important to acknowledge the actual needs and preferences of patients and develop suitable care plans to meet their expectations. This report is thereby effective to develop partnership working practice and patient-centred care by managing legal and ethical codes of conduct so that it is possible to provide good quality treatment and care for creating values for the social communities.

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Application of legal, ethical and professional frameworks and values for practice

Professional codes and frameworks are important to support safe and effective care and to support this aim, there is an NMC code of conduct and NHS values which aim to reshape healthcare workers to work with others and follow legal and ethical structures to support patients with the best quality treatment and continuous support (Rajan-Brown & Mitchell, 2020). Leaders of the NHS play an essential role in promoting equality and diversity, openness and managing confidentiality, working from evidence-based decision-making and practicing to ensure safe and effective care. As per the NMC code, (2018) the principles are:

Treating the people with the best quality care

Respect and integrity

Patient diagnosis and individuals care plan development

Person centred care development through empowering the patient

Listening to the people and responding as per their preferences and concern

Developing the practice of partnership working

Make sure that people’s physical, social and psychological needs are assessed

Promote wellbeing, preventing ill-health and meeting the changing health and care needs of people during all life stages

Respect people’s right to privacy and confidentiality

Enhancing communication and cooperation

Being accountable and maintaining transparency

Data management practice

Patient protection and safety at the care home

Continuous support to the patient with high quality treatment and care

Professionalism and trust are necessary to manage patients, where each individual being is treated with care and fairness and is encouraged to share their personal feelings to help staff to create good care plans (Hitchcock & Ruhl, 2019). Moreover, respecting all individuals and maintaining confidentiality is important to create values for the patients. There is health and safety management in order to ensure that the patients can stay safely under supervision and control (Hitchcock & Ruhl, 2019). Developing the practice of partnership working and person centred care development through empowering the patient are also crucial ethical code as per NMC in order to develop strong team work with empowerment and shared working activities to overcome the challenges and develop good care plan for maximising safe treatment and care.

The issue of lack of communication and lack of partnership working practice is a serious problem, where healthcare professionals cannot develop good care plans due to lack of information and non-cooperation and it can be mitigated through utilising ICT for enhancing communication and shared workspace for working as a team (Mander, 2018). These issues deteriorate the quality of health and social care service in the NHS and in such situations; the caregivers also fail to meet the NMC code of conduct. Hence, it is important to follow NMC code of conduct through which it is possible for the NHS leader to create the values of respect and dignity, fulfil commitment to the patient, and work together for the safe and effective care as per NMC Code.

Additionally, the Health and Social Care Act 2012 and Mental Capacity Act 2005 support the best quality care and treatment for patients’ wellbeing. Additionally, the Equality Act 2010 and non-discrimination practices in the NHS ensure confidentiality management by protecting patients’ personal information and organisational data. The Health and Safety at Workplace Act 1974 and Data Protection Act 1998 are also crucial to develop legal standards and ensure the best quality and safest care and these practices are effective to create suitable environment in the NHS where the leaders and managers can manage the whole operation and ensure person centred care (Peate, 2019).

Characteristics of effective leadership

Effective leadership is important for the health and social care sector, so the NHS focuses on developing good leadership in order to provide the best quality care to the patients. Inclusion of patientand understanding their personal needs and preferences are also possible through effective leadership (Judd et al., 2020). . On the other hand, in healthcare, effective leadership is required to lead and drive changes at all levels of the health system to actualise the goals of on-going reforms (Elwyn et al., 2018). Health care reforms and reallocation of the resources, healthcare equipment and human resources are also possible under effective leadership (National Quality Board, 2019). Through effective leadership, management teams in the NHS are able to develop good teamwork with cooperation and communication and this working practice further develops partnership working (Judd et al., 2020).

The leadership traits are self-awareness, learning agility, influence, empathy, gratitude, communication, ability to manage and integrity. These are important to become a successful leader in the NHS (Elwyn et al., 2018). Leaders in the NHS are hereby efficient to manage integrity and respect others to empower the patients. Self-awareness and ability to change are also beneficial to adopting new strategic plans for ensuring safe patient care (Judd et al., 2020).

Leaders also aim to improve empathy, influence others in the nursing home, create learning environments and enhance communication in order to improve the efficacy of service providers (Elwyn et al., 2018). On the other hand, leadership skill set in the heath care home includes active listening, empathy, strategic thinking, critical analytical skill, flexibility, creativity, problem solving and decision-making skill. Leaders in the NHS focus on utilising strategic thinking and problem-solving skill in order to identify he exists issues and develop alternative solutions for patient care (Tallowin, Naumann & Bowley, 2021). The ability to develop visions and share the important information with the stakeholders is also effective for the leaders to ensure strong teamwork where the stakeholders are able to acknowledge the organisational strategic changes and visions for working efficiently. The skill of creativity and technological innovation, ability to develop bonding and convincing power are also crucial to manage the health and social services and retain the stakeholders for maximising patient care (Judd et al., 2020).

In the NHS, it is necessary to develop an effective leadership style and, in this regard, transformational leadership style is the best quality to fulfil the organisational vision and ensure safe and effective care across the social communities (Bresnen et al., 2019). Transformational leadership is the practice where the leaders continuously encourage, inspire and motivate the service providers in the NHS to innovate and create changes that will be helpful to grow and shape the future success of the health care organisation (Bresnen et al., 2019). Hence, through transformational leadership, it is possible to manage healthcare managers, nurses, social workers and other professionals including doctors, psychiatrics, general physicians, surgeons and pharmacists to maintain patient care by providing the best quality treatment and health care services.

The health and social care services are critical and complex tasks for the care professionals where all the health care professionals must be cooperative and share their knowledge and skill to treat the patients and hence, effective leadership style ensure that there is cooperative working practice, where the service providers are efficient to treat the patients with the best quality treatment and care (Elwyn et al., 2018).

In transformational leadership style, NHS leaders motivate caregivers through incentives, managing health and safety, hygienic factors at the hospital and providing the best infrastructure to work under supervision and technical guidance (Elwyn et al., 2018). Hence, strategic changes in the NHS through creativity and technological innovation is possible through the transformational leadership style and it further provides a scope to develop good organisational culture with harmony and freedom to work, managing flexibility to support the workers, creating values for them through monetary and non-monetary rewards as well as implementing the ethical and legal guidance to ensure the best quality care for maximising the wellbeing of the individuals (Elwyn et al., 2018).

Evaluation of Partnership working

Partnership working practice refers to a broad range of actions where the stakeholders are working cooperatively to meet the common purpose. In the health and social care institutions, the partnership working practice is important to order to develop good patient care by providing the best quality care and treatment (Holt & Kelly, 2018). The health and social care services are complex task starting from patient diagnosis to provide the best quality care and treatment, where contribution of each service providers is important. The leaders and health care management team are efficient to include the stakeholders including doctors, nurses, social workers and other service givers group in order to implement the best ethical practice and improve their services by sharing each other’s experience and skill set. The key principles of partnership working are trust and honesty, respect and integrity, openness, agreed shared goals and values as well as communication and cooperation among the partners (Gravett, Petersen & Ramsaroop, 2019). The health care leader and managers try to develop good corporate culture with harmony and freedom, where each health care staff is encouraged to show their creativity and improve innovation by sharing the workplace vision and organisational resources.

The leaders also try to develop mutual trust and bonding to work with others by ensuring workplace ethics and health care legislations. The leaders and health care managers ensure employment act, equality and diversity as well as develop good teamwork by ensuring team working activities. All the health care service providers are empowered in the workplace for sharing their perception and creative decision in order to develop strategic changes and work creatively to create patients’ values (Gravett, Petersen & Ramsaroop, 2019). The partnership working practice is hereby providing an opportunity to empower the patients also, in order to acknowledge their necessities and references and create good care plan for maximising their wellbeing. Thus, the partnership working is fruitful to crate patient centred care plan in the NHS. For developing partnership working, the transformational leaders and health care managers also try to share the vision of the NHS and create values for all the stakeholders, so that each staff feel special and secured to work with others (Nicholson & Mann, 2020). There are several challenges of developing partnership working which include internal conflicts, lack of trust, lack of communication and non-cooperation. In this regard, the leader needs to develop good corporate culture by harmony and freedom to work, to motivate the staff and develop strong team to ensure partnership working practice in the workplace. Discover additional insights on Impact of Vitamin E by navigating to our other resources hub.

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Conclusion

The NMC code of conduct the NHS values are fruitful for the NHS leader and health care management team to develop good teamwork in the workplace for managing patient and treating with the best health care equipment, medication and technology. Transformational leadership style and the skills of sharing visions, empowering the health care staff, inspiring all the care professional team and continuous communication further develop good corporate culture, where the leader is successful to lead the professionals towards meeting the institutional visions by ensuring maximising patient care. Additionally, the partnership working practice is also developed under equality and diversity management; develop team work, continuous guidance and supportive working practice by sharing knowledge and skill set, enhancing communication and cooperation, which further provide an opportunity to the health care team to provide the best quality care to the patient for maximising their standard of living.

References

Bresnen, M., Hodgson, D., Bailey, S., Hassard, J. & Hyde, P., 2019. Hybrid managers, career narratives and identity work: A contextual analysis of UK healthcare organizations. Human Relations, 72(8), pp.1341-1368.

Elwyn, G., Greenhalgh, T., Macfarlane, F. & Koppel, S., 2018. Groups: a guide to small group work in healthcare, management, education and research. London: CRC Press.

Gravett, S., Petersen, N. & Ramsaroop, S., 2019, January. A university and school working in partnership to develop professional practice knowledge for teaching. In Frontiers in Education (Vol. 3, p. 118). Frontiers.

Hitchcock, S.C. & Ruhl, C., 2019. Nurses leading safe infant sleep initiatives in the hospital setting. Nursing for women's health, 23(2), pp.148-162.

Holt, K. & Kelly, N., 2018. Limits to partnership working: developing relationship-based approaches with children and their families. Journal of Social Welfare and Family Law, 40(2), pp.147-163.

Judd, J., Barnard, K., Clarke, S., Drozd, M., Flynn, V., Jester, R., Judd, A., Moore, P. & Mahoney, H., 2020. Updating the UK competence framework for orthopaedic and trauma nurses 2019. International Journal of Orthopaedic and Trauma Nursing, 39, p.100780.

Mander, R., 2018. Floors, ceilings and cellars: Midwives, the NMC and ‘The Code’. In Untangling the Maternity Crisis (pp. 40-48). London: Routledge.

National Quality Board, 2019. Safe, sustainable and productive staffing. An improvement resource for the deployment of nursing associates in secondary care. British Journal of Healthcare Assistants, 13(2), pp.61-65.

Nicholson, M. & Mann, S., 2020. Partnership Working Towards More Effective Resettlement. Irish Probation Journal, p.228.

Peate, I. ed., 2019. Learning to Care E-Book: The Nurse Associate. London: Elsevier Health Sciences.

Rajan-Brown, N. & Mitchell, A., 2020. The NMC Code and its application to the role of the midwife in antenatal care: a student perspective. British Journal of Midwifery, 28(12), pp.844-849.

Tallowin, S., Naumann, D.N. & Bowley, D.M., 2021. Defence Healthcare Engagement: A UK Military Perspective to Improve Healthcare Leadership and Quality of Care Overseas. Journal of healthcare leadership, 13, p.27.


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